The document describes the journey of a founder in improving their business. It begins with the founder hiring more salespeople in an attempt to grow the business. This proves to be unsuccessful, as they were not targeting the right customers. The founder then undertakes an analysis of customer segmentation and identifies an ideal customer profile. With a focus on this ideal profile, the business is able to improve customer retention and year-over-year growth. The founder learns that persistence can be counterproductive if heading in the wrong direction, and that understanding customers is key to success.

1. Photo by rawpixel on Unsplash
Lessons Learned in
Getting our Ideal
Customers & Keeping
Them

2. Ignaz
Semmelweis

3. “I think there is a world market for
maybe 5 computers.”
Thomas Watson, chairman of IBM, 1943
The mortality rate among women in the
section of the maternity ward where
Semmelweis practiced was 1 in 10.

4. “I think there is a world market for
maybe 5 computers.”
Thomas Watson, chairman of IBM, 1943
A second section of the maternity ward
had a mortality rate of 1 in 50, much better
than the rate in Semmelweis’ section.

5. “I think there is a world market for
maybe 5 computers.”
Thomas Watson, chairman of IBM, 1943
During a four-month leave to another hospital,
something intriguing happened. The mortality
rate in his section had fallen significantly

6. “I think there is a world market for
maybe 5 computers.”
Thomas Watson, chairman of IBM, 1943
Semmelweis started to investigate the
research done by the doctors on cadavers.

7. “I think there is a world market for
maybe 5 computers.”
Thomas Watson, chairman of IBM, 1943
This was the origin of germ theory.
“Particles’ from cadavers and other diseased
patients were being transmitted to healthy
patients on the hands of the physicians.”

8. “I think there is a world market for
maybe 5 computers.”
Thomas Watson, chairman of IBM, 1943
As a result, a policy was instituted that required
doctors to wash their hands thoroughly.
The death rate immediately plummeted to 1 in 100

9. Photo by Miguel Á. Padriñán from Pexels
As a founder...
You’re ALWAYS the
problem

10. I am Valentin.
AND I’VE MADE A LOT OF
TERRIBLE MISTAKES.

11. I am Valentin.
MY ONLY MERIT?
I HAVEN’T STOPPED

12. Honoured to help companies all over the planet
convert more

13. For lesson 2, let’s do a quick
test.
Together.

14. Photo by Elijah O'Donnell on Unsplash
HOW MANY RED
SQUARES?
COUNT THE NUMBER OF RED SQUARES

15. Photo by Elijah O'Donnell on Unsplash
HOW MANY WERE
ORANGE?

16. Not converting enough trials into customers? >
Develop new features.
You don’t know why you’re not growing? >
Develop new features.
Customer acquisition cost is too high? >
Develop new features.
Customers are churning too fast? >
Develop new features.

17. Not converting enough trials into customers? >
Identify your ideal customer profile
You don’t know why you’re not growing? >
Do a deep dive into your funnel from top to bottom
Time to close a customer is too high? >
Test, find out new channels, do pricing tweaks
Customers are churning too fast? >
Find out what kind of needs yout cover with your product, what
would make them successful and what they perceive as value.

18. If all you have is a hammer

19. Everything looks like a nail

20. Persistence can be a trap
[if you insist in the wrong
direction]
Know your ICP inside out
Photo by Miguel Á. Padriñán from Pexels

21. 2016, Feb
1M euro in funding.
Let’s hire more sales.
Let’s make this happen!

22. 2016, July
Ping pong championship
6 AEs:
8 calls per day.
This is wrong

23. 2016, Nov
We’re bleeding money.
We have to stop.

24. Photo by Miguel Á. Padriñán from Pexels
More sales people doesn’t
necessarily mean more
sales.
Scale only AFTER you nail
Channel Market Fit.

25. Chur was our
Real proble 18.9%
2016

26. Customer segmentation by location

27. Customer Segmentation by Company Type

28. Customer Segmentation by
Company Size

29. Customer Segmentation by
Subscription Period

30. Customer Segmentation by
Level of assistance

31. Customer Segmentation by
Acquisition channel

32. Customer Segmentation by
Features they are using

33. Ta-Da!

34. 1 ICP generates margin
as much as
76 average customers.
It’s not smart fair to treat
everyone the same.
It’s not fair

35. Our ICP
From US & Europe
Should be assisted by our data-driven team
Acquisition channels: inbound & Linkedin Outreach
It’s a “phygital” player
With >200 employees
That has a budget for optimization
And pays annual.
Photo by Simon Connellan on Unsplash

36. Knowledge
Hel s
Retentio
3 years after, our
revenue churn is at 2.7%
(-89%)
2019

37. What do we do?
Software as a Service
Success meant:
- Platform adoption
- Number of users
- Revenue
2013

38. 2016
What do we do?
Software as a Service
Success meant:
- Ideal Customer Profile
- Customer Retention
- YoY Growth

39. 2019
What do we do?
Service as a Software
Success means
Employee happiness
Attracting talent
ICP Satisfaction
Enjoying the ride. Together.
2019
● Web Optimization Strategy
● UI/UX Design & Research
● Data Analytics
● Front-end Development & QA
● Advanced Segmentation
● A/B Testing
● Web Personalization
● On-site surveys
● Customer Intelligence Platform
● Customer Segmentation
● Customer Experience Monitoring
● Data-driven insights
● Machine Learning Optimization
● Overlays based on Cognitive Biases
● ML Automated Segmentation
● Automated Revenue Optimization
Software Managed services

40. Photo by Miguel Á. Padriñán from Pexels
Persistence can be a trap
[if you insist in the wrong
direction]
Know your ICP inside out

42. If you don’t genuinely care
about your team, you’re
missing the whole game.

43. Valentin Radu
www.omniconvert.com
https://linkedin.com/in/valentinradu
Thank you!